Middle managers often find themselves at the intersection of strategy and execution. They translate vision into reality and ensure that what’s discussed in leadership rooms actually lands on the ground.
They’re asked to align teams, solve problems, mentor people, and drive outcomes—sometimes all within a single day. But despite the breadth of their responsibilities, middle managers tend to be under-recognized and underdeveloped.
We took a closer look. A recent analysis of 360-degree feedback from over 3,000 middle managers across 100+ organizations revealed three clear trends.
Strong Upward Management is Their Strength
An impressive 84% of middle managers were rated highly by their senior leaders. Key strengths included managing complexity, aligning with strategic priorities, and ensuring consistent delivery. In many ways, they’ve mastered the art of managing up—navigating expectations, anticipating needs, and delivering under pressure.
Peer Collaboration is a Challenge
But when feedback came from peers, the story changed. 40% of managers scored lower in areas like collaboration, influence, and relationship-building. These aren’t just “soft” skills—they’re critical to driving innovation, building trust, and working across silos. The takeaway? Managers are delivering on the top-down agenda, but horizontal influence is an area that needs attention.
People Development is Still Not a Priority
Middle managers often play multiple roles—project leader, crisis handler, informal mentor, performance manager, and sometimes even therapist. They are juggling multiple hats, and the pace is relentless. But amidst the operational whirlwind, one thing often gets left behind: developing people. Less than a third of their time is spent nurturing talent or building future leaders.
What the Feedback Tells Us
(Based on analysis from 3,000+ middle managers across 100+ organizations)
- ✅ 84% rated highly by senior leaders for managing complexity, driving outcomes, and aligning with strategy
- ⚠️ 40% rated lower by peers on collaboration and relationship-building
- ⏳ < 30% of time spent on developing talent and future leaders
So, where do we go from here?
If organizations want to unlock the full value of middle managers, they need to do more than acknowledge the challenge—they need to act. And this is where HR and L&D teams have a real opportunity to step in and shape the narrative.
1- Create Intentional Space for Development
Development can’t be an afterthought or a once-a-year workshop. Whether it’s curated learning journeys, internal peer circles, or structured coaching programs, middle managers need time and tools to reflect, grow, and lead more consciously.
2- Use Feedback As a Growth Engine
A well-executed 360-degree feedback process can be transformative. When it’s consistent, trusted, and designed for action (not judgment), it helps managers see their strengths clearly and uncover growth areas they may not be aware of. Over time, it can also build a culture where feedback becomes less about evaluation and more about evolution.
3- Build a Culture Where Feedback is the Norm
Organizations that embed feedback into everyday workflows—through regular check-ins, project retrospectives, and team reflections—create environments where learning is continuous. And middle managers, when equipped to both give and receive feedback regularly, become culture carriers who drive alignment, clarity, and motivation.
The Ripple Effect of Investing in the Middle
When middle managers are supported and developed, the benefits flow in every direction:
- Teams become more aligned and engaged
- Cross-functional collaboration improves
- Employee development becomes a shared priority
- Leadership capacity expands across levels—not just at the top
In a world where agility and adaptability are prized, middle managers are the glue that holds execution together. They deserve more attention—not just because they’re pivotal to performance, but because they hold the potential to shape what leadership looks like tomorrow.
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